Risk Management and Value Creation in ... - Arabictrader.com
Risk Management and Value Creation in ... - Arabictrader.com
Risk Management and Value Creation in ... - Arabictrader.com
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Capital Structure <strong>in</strong> Banks 175<br />
loans typically have much higher ultimate losses than do collateralized<br />
or secured loans.<br />
EL due to transfer or country risk can be modeled similarly to this<br />
approach <strong>and</strong> has basically the same three <strong>com</strong>ponents (PD of the country,<br />
195 EA, <strong>and</strong> LR due to country risk 196 ). However, there are some more<br />
specific aspects to consider, which we will not deal with <strong>in</strong> this book. For<br />
<strong>in</strong>stance, s<strong>in</strong>ce a borrower can default due to counterparty <strong>and</strong> country risk<br />
at the same time, one would need to adjust for the “overlap” because the<br />
bank can only lose its money once.<br />
Likewise, we will not deal with the parameterization 197 of this model <strong>in</strong><br />
this book, but there are many pitfalls when correctly determ<strong>in</strong><strong>in</strong>g the <strong>com</strong>ponents<br />
<strong>in</strong> practice.<br />
By def<strong>in</strong>ition, EL does not itself constitute risk. If losses always equaled<br />
their expected levels, there would be no uncerta<strong>in</strong>ty, <strong>and</strong> there would be no<br />
economic rationale to hold capital aga<strong>in</strong>st credit risk. <strong>Risk</strong> arises from the<br />
variation <strong>in</strong> loss levels—which for credit risk is due to unexpected losses<br />
(UL). As we will see shortly, unexpected loss is the st<strong>and</strong>ard deviation of<br />
credit losses, <strong>and</strong> can be calculated at the transaction <strong>and</strong> portfolio level.<br />
Unexpected loss is the primary driver of the amount of economic capital<br />
required for credit risk.<br />
Unexpected loss is translated <strong>in</strong>to economic capital for credit risk <strong>in</strong><br />
three steps, which are—as already <strong>in</strong>dicated—discussed <strong>in</strong> turn: first, the<br />
st<strong>and</strong>alone unexpected loss is calculated (see the “Unexpected Losses” section<br />
which follows). Then, the contribution of the st<strong>and</strong>alone UL to the UL<br />
of the bank portfolio is determ<strong>in</strong>ed (see the “Unexpected Loss Contribution”<br />
section later <strong>in</strong> this chapter). F<strong>in</strong>ally, this unexpected loss contribution<br />
(ULC) is translated <strong>in</strong>to economic capital by determ<strong>in</strong><strong>in</strong>g the distance between<br />
EL <strong>and</strong> the confidence level to which the portfolio is <strong>in</strong>tended to be<br />
backed by economic capital (see the “Economic Capital for Credit <strong>Risk</strong>”<br />
section later <strong>in</strong> this chapter).<br />
195 Typically estimated us<strong>in</strong>g the <strong>in</strong>put from the Economics/Research Department of<br />
the bank <strong>and</strong>/or us<strong>in</strong>g the <strong>in</strong>formation from the spreads of sovereign Eurobonds, see<br />
Meybom <strong>and</strong> Re<strong>in</strong>hart (1999).<br />
196 The calculation of LR due to country risk is broken <strong>in</strong>to (the product of) two<br />
parts: (1) loss rate given a country risk event, which is a function of the characteristics<br />
of the country of risk (i.e., where EA is located) <strong>and</strong> (2) the country risk type,<br />
which is a function of the facility type (e.g., recogniz<strong>in</strong>g the differences between shortterm<br />
export f<strong>in</strong>ance <strong>and</strong> long-term project f<strong>in</strong>ance that can be subject to nationalization,<br />
<strong>and</strong> so on).<br />
197 We will not deal with the estimation <strong>and</strong> determ<strong>in</strong>ation of the various <strong>in</strong>put factors<br />
for specific customer <strong>and</strong> product segments. See, for a discussion, Ong (1999),<br />
pp. 104–108.